Sneha Mobile: 91766 28233 sneha@buildhr.co.in

1. Leaders Of Tomorrow
A roadmap to success

2. “ Do not follow where the
path may lead. Go instead
where there is no path and
leave a trail. ”
- Ralph Waldo Emerson

3. LEADERSHIP DEVELOPMENT PROGRAM
Leaders of Tomorrow
Kick off meeting – March 20th, 2013
Agenda
1. WELCOME
2. OPENING REMARKS BY MANAGING DIRECTOR
3. INTRODUCTION OF FACILATOR
4. PARTICIPANTS SELF INTRODUCTION – EXPLORING ME
5. PARTICIPANTS EXPECTATIONS FROM THE PROGRAM
6. PROGRAM OVERVIEW
7. EXERCISE - LEADERS OF TOMORROW

5. A Personal Message from the facilitator
“A leader is someone whom others will follow to a place they
would normally not go on their own”. Organizations need leaders
who can rally the workforce when there’s a challenge, Confront
them when they are mired in the status quo, calm them when the
seas are rough, and propel them into action when there is a crisis.
It takes much more than traditional training to develop the type
of a leader described here. BuildHr’s Leadership Development
Program (LDP) offers a comprehensive program for grooming
leaders. It will help the individuals to recognize and leverage
their strengths, discover what prevents them from reaching their
fullest potential as leaders, and then help them to create a plan to
get there!
Successfully and Positively ,
NJ Lakshmi Narayan

7. “ LEADERS OF TOMORROW “ –
Successful businesses know that investing in the next
generation of leaders is critical to sustaining competitive
advantage and achieving corporate growth over the long term.
The Program “Leaders of tomorrow “ will equip each of the
participants with the advanced decision-making and execution
skills they need to excel as multifaceted leaders. You will
emerge fully prepared to take on greater cross-functional
responsibilities, facilitate change and innovation, and,
ultimately, drive improved performance throughout your
organization

8. THE PROGRAM WILL LOOK INTO THE FOLLOWING ASPECTS OF THE
PARTICIPANTS –
ME AND YOU
Skills I need to relate effectively to you
ME
Skills I need to manage and grow
ME AND OTHERS
Skills I need to relate effectively to others
ME AND SPECIFIC SITUATIONS
Skills I need at work
Skills I need at home
Skills I need in the community

9. Course content
1. AN INTRODUCTION TO LEADERSHIP
2. MANAGEMENT STYLES & PRACTICES
3. COMMUNICATIONS STYLES AND PRACTICES
4. TEAM LEADER/ TEAM PLAYER
5. CHANGE MANAGEMENT
6. INNOVATION AND OPPORTUNITY SEEKING

10. 1. An Introduction to leadership
The course will begin with a meeting, about two hours in length, where all the
participants will have an opportunity to meet one another. The facilitator will
introduce the participants to the concept of leadership and the various traits and
Leadership qualities that one must train in order to grow into a successful leader. The
facilitator will also brief the participants on how we will do our work together as a
team in order to see best outcomes from the program.
2. Management styles and Practices
This session will be given over to an examination of roles, responsibilities and
behaviors required of a manager and leader. The facilitator and the participants will
discuss a variety of management styles currently in favor in modern organizations and
examine the advantages and disadvantages of each. We will also explore why people
choose a specific management style, why they persist in it, and what payoff they
expect to get from it. We will also examine how management styles affect the basic
tasks of management : assigning work, monitoring its progress, and dealing with
workplace problems, challenges, and hurdles.

11. 3. Communication styles and Practices
This session will focus on the ways people speak effectively to one another. If the
session on “management styles and practices “ is a study of power, this session is
essentially a study of influence. We will examine together how managers sell their
best ideas, how they communicate in a direct, authentic, game-free way, how they
recognize conflicts and differences and resolve them effectively, How they solve
problems in a group and arrive at consensus.
4. Team Leader / Team Player
This module will teach the participants why organizations all over the world are
moving to a “TEAM” structure for running themselves , and builds on the models and
techniques that are to be learnt. It teaches the participants how Teams are structured
differently from more traditional work groups, primarily by how power is allocated in
a team. Since meetings play a more important role in Teams, we focus a lot of a
variety of team communications. This session shows how teams arrive at consensus
as the primary decision tool. There are several exercises which allow participants to
operate in a Team style.

12. 5. Change Management
This module will begin with an analysis of Change as it has been experienced over the
recent past. It demonstrates the personal cost of change, and how people respond to
that in adaptive ways. It teaches managers how to introduce a change in a positive
way, and then how to manage the transition process. It shows why and how people
are resistant to change, and how to respond to resistant people. It suggests ways to
monitor the change process in order to maintain momentum to a desired conclusion.
6. Innovation and opportunity seeking
This module will teach the participants a way to come upon positive change by
initiating through innovation. The two topics are the inverse sides of one another. The
module helps the participants answer these questions : where do organizations look
for and find innovative opportunities? What kind of people are typically good at it,
and how can others learn it? What special role do managers play in the innovative
process, and how do they undertake it? How do they involve everyone in the
innovative process? The core of this model deals with the two most critical elements
of innovation : developing a tolerance for risk, and then developing a tolerance for
failure.

13. “ An Introduction to leadership “

14. What is leadership!!
Leadership is a function of knowing yourself, having a vision that is well
communicated, building trust among colleagues, and taking effective action to realize
your own leadership potential
A RESEARCH STATED THAT
The "stock price of 'well‐led'companies grew by 900% over 10 years,
compared with 74% for poorly led companies“
The quality of leadership accounts for some of the total variance in companies'
performance

15. Six Traits that define a Leader -
DRIVE
JOB RELEVANT DESIRE TO
KNOWLEDGE LEAD
INTELLIGENCE INTEGRITY
SELF
CONFIDENCE

16. Leaders exhibit a high effort level. They have a relatively
DRIVE high desire for achievement, have a lot of energy, show
initiatives, and they are persistent in their activities.
Personal drive matters to your results and success for
a number of reasons:
1. It’s your personal drive that turns ideas into action
and action into results.
2. It keeps you going even when times are tough and
challenging.
3. It sets the tone for what you are seeking from
others in the organization.
4. It enables you to bounce back from
disappointments and setbacks.

17. DESIRE TO Leaders have a strong desire to influence others, they
LEAD demonstrate the willingness to take responsibility.
PERSUASION
INFLUENCE
EDUCATION
OTHERS BY
INSPIRATION
There are more leaders who want to lead because of what they get rather
than what they have to do
True leaders show up to give -- and when circumstances require them to give
more than they ever thought they would have to, they do so willingly.

18. Integrity means honesty and more. It refers to having
strong internal guiding principles that one does not
INTEGRITY
compromise. It means treating others as you would wish
to be treated.
How deep are your convictions on the things you
believe in ??
All leadership is an auto
What do you believe in SO MUCH about your biography –
work that you will stand up to anyone about it ?? People need to know
who you are and what
How much are you willing to compromise your you stand for before
important beliefs ?? they agree to be led by
you.
To what extent do your behavior and the choices
you make align with your guiding values and
principles ??

19. Followers look to leaders for an absence of self doubt.
SELF Leaders therefore need to show self confidence in order
CONFIDENCE to convince followers of the rightness of goals and
decisions.
BUILD YOU CONFIDENCE –
• Don't worry about being perfect.
• Learn to live with failure
• After you make the final decision — commit! Don't
continually second-guess yourself
• Show courage on the outside — even if you don't
always feel it on the inside.
Self-confidence is the
• Find happiness and contentment in your work fundamental basis from
which leadership grows

20. Leaders need to be intelligent enough to gather ,
synthesize and interpret large amounts of information;
INTELLIGENCE and to be able to create vision, solve problems, and
make correct decisions.
Having a deep understanding of the reality of
people, things, events or situations, resulting in the
ability to choose or act accordingly to produce
optimum results
1. Wisdom intelligence
Character is pursuing and developing moral
2. Character intelligence excellence, which leads to self-mastery
3. Social intelligence social intelligence is how we read others
and approach them to gain the best possible
connection.
Real intelligence is using a combination of these three intelligences at any given
time in conjunction with your mental capacity known as intelligence, or I.Q., to
gain strategic advantages.

21. Effective leaders have a high degree of knowledge about the
JOB RELEVANT company, industry and technical matters. In-depth
KNOWLEDGE
knowledge allows leaders to make well – informed decisions
and to understand the implications of those decisions.
Few tips for gaining Knowledge –
1. Gather more information
Both, an elephant blinded by
2. Study the knowledge acquired intoxication and One
mounted by an intoxicated
3. Experiment driver are the same !!
4. Train

22. Effective leadership
Leader as Vision Effective Leader as a Team
Creator Leadership Builder
Leader as a
Leader as a Task
Motivation
Allocator
Leader as a Stimulator
People Developer

23. Leader as a vision creator
1 2 3 4
Monitoring
Creating Developing
Setting Goals Action Plan
Vision Action Plan
Execution

24. “ What is our vision for the organization /
Creating Team – where should the team be
Vision headed, what kind of Team / Organization
do we want to become ?”
Analysis of external
opportunities and
threats
Analysis of areas of
capabilities and areas
of improvement

25. The purpose of setting goals is to convert
managerial statements of team vision into
Setting Goals specific performance targets – results and
outcomes the team wants to achieve.
FOUR CHARACTERISTICS OF GOAL SETTING –
• Increasing your employees goal difficulty increases
Goal difficulty their challenges
• When given specific goals , employees tend to
Goal specification perform higher
• Feedback keeps their behavior directed on the right
Feed back target
• Employees who participate in the process , generally
Participation in goal setting set higher goals than if the goals were set for them

26. 1. Action plan are the means for
Developing accomplishing objectives.
Action Plan 2. Action plan must be concrete,
measurable event that must occur
1. The final step is to follow up, measure
Monitoring and check to see if the team is doing
Action Plan what is required.
Execution
2. The kind of leader involvement
validates that the stated priorities are
worthy of action.

27. Leader as a Team Builder
Great Team
Effective leaders
develop and nurture…
Team identity and
Clear Goals spirit
Clear Measures of Sense of fun and
Performance enjoyment
Clear Job Roles Open and honest
communication
Task People

28. Be loyal to your
members
Help your
members to
Promote Team
manage and
problem solving
learn from their
challenges
LEADER
Cultivate a AS A Care about your
cohesive Team TEAM members
BUILDER

29. Leader as a Task Allocator
Leaders get things done through people
Tasks
Leader Results
People
Hence effective leaders need to know the importance of the value of
allocating tasks or delegating and know how to do it,

30. The assignment of authority to another person to carry out specific activity is
known as delegation. It allows the employee to make decisions.
What do we delegate –
1. Routine Tasks
2. Tasks that develops skills & knowledge
3. Occasional Duties
4. Tasks with someone else area of expertise
How do we delegate
1. Assign Clearly
2. Specify Guidelines
3. Share the task setting
4. Inform others
5. Monitor Results
To whom do we delegate
1. Someone able & willing
2. Someone wants to learn
3. Someone wants to be challenged

31. Leader as a people developer
Leaders create
Try answering questions such as –
leaders and not
followers !!
How do you feel about developing others around you?
How do you encourage, nurture, and build the capacity of those you lead?
How easy or hard is it for you to set your needs aside and share control with
others?
Can/do you delegate well?
Encouraging others to expand their capabilities and take on additional assignments is
part of the leader’s responsibility. Leaders who feel threatened by the capabilities of
others are challenged in this area. Coaching and development are essential skills all
leaders must cultivate.

32. Leaders as motivation stimulators
• People feel more motivated to work hard
when they are inspired to cooperate, when
Collaboration they have an opportunity to help one
another succeed
THREE C’s OF • People feel more motivated to work hard
MOTIVATION Content when they understand how their work add
value to the organization
• People feel more motivated to work hard
Choice when they feel empowered to make
decisions about their work.

33. INSPIRE BY EXAMPLES –
Be clear and enthusiastic about your own life purpose and goals
Share stories from your own experience
Focus on the dreams and goals of others.
THE MYSTICAL JFK ANECDOTE –
“The president was visiting NASA headquarters
and stopped to talk to a man who was holding a
mop. "and what do you do”?. The man, a
janitor replied, “I am helping to put a man on
the moon”, sir.” Knowing their part in your
organizations story engages people and gives
them sharp sense of purpose .

34. COMMUNICATE –
Try answering the following questions yourself –
1. How much and how willingly do you speak out and
keep information flowing?
2. Conversely, can you keep confidential information
private?
3. How often can and do you listen more than you speak
in conversations with your employees?
4. How would you assess your communication skills
with each of your employees?
5. How do you handle “bad news” when you receive it?
The chief complaint of employees in nearly every organization of all types, whether
large or small from any industry segment, is “lack of communication.”

35. BuildHr Management Consultants Private Limited
3A/8, Thangal Ulvai Street,
Virugambakkam, Chennai 600092
Land line: 044 – 42016776, 23773743
www.buildhr.co.in
Yogita LN
Mobile : 91766 28233
yogitaln@buildhr.co.in
Lakshmi Narayan NJ
Mobile: 91767 11312
lakshminarayan.nj@buildhr.co.in